Coaching practices for Level 5 Leadership Humility and Will in Great Leaders as a Caregiver
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Level 5 Leadership Humility and Will in Great Leaders as a Caregiver, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I keep catching myself making calls based on how they’ll make me look rather than what’s actually best for the thing I’m building
- When something goes wrong my first move is to find who dropped the ball, and when it goes well I quietly feel it was mostly me
- Part of me wants to keep my best people in roles that serve me and to pick a successor who won’t outshine me
- My team only performs when I’m watching, and I keep bolting on more rules to control it, which just makes everything rigid
- Everything still routes through me
Practices that may help
- Level 5 Leadership: Humility and Will in Great Leaders
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence. - Channel ambition to the institution, not yourself
Care more about the organization’s success than your personal legacy.
Level 5 Leadership: Humility and Will in Great Leaders - Look out the window for credit, in the mirror for blame
When things go well, credit others; when things go wrong, look at yourself first.
Level 5 Leadership: Humility and Will in Great Leaders - Develop successors who will surpass you
Invest in your successor’s success as a deliberate act of institutional ambition.
Level 5 Leadership: Humility and Will in Great Leaders - Build a culture of discipline, not a disciplinarian culture
Hire self-disciplined people, then give them freedom within a clear framework.
Level 5 Leadership: Humility and Will in Great Leaders - Build people’s autonomy and capability
The aim is people who need you less over time, not more.
Servant Leadership, Made Practical - Lead with empathy and acceptance
Accept the person fully even while refusing to accept poor performance.
Servant Leadership, Made Practical - Watch for the accidental diminisher patterns in yourself
Most Diminishers are not aware they are diminishing — the behaviors that made them effective as individuals undermine them as leaders.
Multipliers: How Leaders Amplify the Intelligence Around Them - Model the values you expect (idealized influence)
Become a living example of the values you want your team to hold.
Transformational Leadership, Made Practical - Model vulnerability and uncertainty as a leader to accelerate safety
Deliberately share your own uncertainties, mistakes, and questions — it gives permission for others to do the same.
The Four Stages of Psychological Safety
Related concerns
- Level 5 Leadership Humility
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership Humility And Will In Great Leaders After A Loss
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership Humility And Will In Great Leaders At Work
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership Humility And Will In Great Leaders When Starting Out
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership Humility And Will In Great Leaders With Friends
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
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